Chance Browning, MBA, PMP, PMI-ACP, LSS Master Black Belt — COO | Experienced Operations Executive and Team Builder
COO | Experienced Operations Executive and Team Builder
Chance Browning, MBA, PMP, PMI-ACP, LSS Master Black Belt ranks #89 of 14,983 LinkedIn creators in Information Technology & Services, and is a standout voice in United States. They have 1.1K followers and published 11 posts in the last 30 days at a 132.8% average engagement rate.
- 1.1K followers
- 11 posts / 30d
- 132.8% avg engagement
- — follower growth / 30d
The roast
Chance has a Lean Six Sigma Master Black Belt, which is the perfect credential for someone whose primary operational output is pretending that a 132% engagement rate from bots and offshore click-farms actually qualifies as business strategy. It’s impressive how he managed to fit every acronym in the alphabet behind his name, yet still has the resume presence of a guy who peaked during his first PowerPoint presentation.
About Chance
I've spent my career at the intersection of operations and people, building teams and systems that actually work in practice, not just on paper. With a background spanning project management, finance, strategy, and process improvement, I've had the opportunity to lead complex work across a wide range of environments and come out the other side with a clear point of view on what makes organizations run well. As Chief Operating Officer at Five Nines Technology Group, my focus is on scaling our operational model, investing in our people, and delivering compounding value to the partners who trust us with their business. I hold a Lean Six Sigma Master Black Belt, which reflects both a methodology and a mindset I bring to every problem I touch. What drives me most is building cultures where people can do their best work. Not through micromanagement or rigid process, but through clarity, accountability, and genuine investment in the people doing the work. When those things are in place, the results follow.
Highlights
- Top Engager — 132.79% rate · top 1%
- Top 1% in Information Technology & Services — Ranked #9 of 1652 creators
- Top 1% in United States — Ranked #33 of 5205 creators
- High Impact — 1,438 avg engagements per post · top 5%
Recent posts
Today, I'm stepping into the role of Chief Operating Officer at Five Nines Technology Group and I couldn't be more excited about what's ahead! I joined Five Nines early last year and have had the privilege of working with a great team and culture while leading our operations. One thing that has always been a shared focus is creating the conditions for our people to do their best work, consistently, for the partners who trust us with their business. This transition comes at a pivotal moment for Five Nines. We're executing on an ambitious growth program, investing in our workforce and our tech
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Many operations leaders are solving yesterday’s problem. They’re building dashboards for metrics that tell them what already happened, running post-mortems on fires that were predictable six weeks out, and staffing for capacity based on last quarter’s volume. The discipline is there. The data is there. But the orientation is backward. The shift I’ve been focused on with our leadership team lately is the difference between operations as a function of control versus operations as a function of anticipation. Control-oriented ops is fundamentally reactive – you get good at catching things before
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Something I’ve seen play out more than once: a company sets out to transform itself, executes the operational work reasonably well, and still ends up with a fractured team on the other side. You can have a great operational strategy but treating culture as an afterthought rather than an essential component of the change process will lead you there every time. People don’t resist change because they’re opposed to progress. Most of the time they resist because they don’t feel like they’re part of it. They’re watching decisions get made above them, feeling the ground shift, and trying to figure
13 reactions · 1 comments · 0 reposts